In Their Presence: Best Practices and Stories of Role Models

There’s yet more

When wrapping up the page of behaviors on Inspiration, which included the motivation behavior, I would ask the participants who showed role model markings for this entire section this question:  “Before we turn this page to the next set of behaviors, is there anything else, beyond what you have already stated at the specific behavior level, that you think causes all your respondents to say ‘always’ and ‘role model’ for all the behaviors on this page of Inspiration?”  I would usually hear one of four responses – “Nothing more to say,” “Chocolates,” “Color,” or “Both chocolates and color.”

Chocolates

Participant leaders would have a bowl or basket of chocolates available in their office, or at their place, for people to enjoy.  I particularly noticed in the U.S. a trend toward Hershey’s miniatures, Reese’s miniature peanut butter cups and M&Ms.  However, other countries had delicious chocolates as well.  In Ottawa, for example, I was treated during one feedback meeting to some phenomenal sampling of special, dark, Canadian chocolate.

As one leader put it, “Marty, the more chocolate they eat, the more they talk.  More ideas, more productivity.”  (After all, this is a business setting with a business motive here!)

Another leader specified, “Chocolate attracts people like honey does bees.”

Leaders often had other treats available, such as pretzels, hard candies and mints. But chocolate ruled the day.

One leader, upon hearing about the chocolate, proudly pointed up to his chocolate.  It was in a sealed crystal jar, setting on top of the highest cabinet, furthest from the door in his office.  He immediately caught himself and proceeded to reach for it, unsealed the lid and placed it near the doorway.  I asked him, in case the chocolate held some special significance, did he want to do that?  He claimed no sentimental attachment.  As he lowered the crystal jar and took off the top, it physically appeared as if he was letting go of some load from his shoulders.  He began to clarify other things he had been remiss in doing that he could associate to the lower frequency of data for some of the behavior statements throughout his feedback survey.

Color

This refers to the displaying of color or a combination of color and conversation items at their workspace.  Role model leaders attributed a preponderance of color and conversation pieces prominently featured at their workplace as another factor influencing people’s perception of being inspirational.  While picture frames of family are important conversation pieces, this goes beyond the pictures to include evidence of hobbies, artistic preferences and evidence of favorite vacation spots.  This assortment of colorful decorations and memorabilia mirrored the leader’s culture, history, life beyond work and personal tastes.  It made it easier for employees to get to know their leader.

When meeting a leader for a feedback meeting at their place, I had an advantage to get a first impression view, similar to that of a new employee’s first day on the job.  Since I met over 1,600 leaders in five years, that meant I observed over 1,600 offices or places these leaders physically occupied.  I could then relate what I observed, first impression, along with the feedback the leader was receiving.   Sometimes, I would ask the leader if I could share my first impressions.  In this case, when leaders desired thought starters to understand how they were perceived infrequently as inspirational, I might invite them to look around their relatively barren offices.  I asked them, “If you were a new employee coming in here and saw the stacks of work and lack of informal conversation pieces, what nonverbal messages might you be seeing?”  Their answers showed how obvious it became to them.

“All work and no play.”

“So much for my job security, my leader could be moved out in five minutes!”

“It’s OK to talk about work, but anything else is a waste of my valuable time.”

These comments came from the self-reflections of leaders possessing relatively barren offices and workspaces – barren of warmth, of anything other than who I am as a fellow employee.

According to the role models, the mere presence of color, of life beyond work, of art, translates to building trust and to a heightened level of employee commitment and innovation.  The trends of statistical feedback data punctuated these lessons like exclamation points.  The claim here is not that color and conversation pieces alone ensure the building of trust and innovation.  The lesson is that, in conjunction with a spirit and desire to connect with others, these serve to definitely contribute to fostering these real, albeit intangible, leadership traits.  

Does this mean one only needs to buy a bag of chocolates and hang personal conversation starters in one’s office to be inspirational?  There is a deeper message here.

I recall entering one participant’s office, seeing the stuffed animals, some waterfalls, figurines, colorful plants, chocolates and her unit’s strategic business plan posted like a border below the ceiling.  Sure enough, she was a role model for both inspiration and as one promoting strategic, visionary thinking.

One participant noted with pride that he noticed people could walk into his office whe